Let's start with a lightning-fast explanation of the acronym. In the international arena, the topic of corporate diversity and inclusion is referred to in many different ways: D&I, DNI / DnI, DE&I, DEI, and even DEIB. D stands for diversity, E for equity, I for inclusion, and B for belonging, or belongingness. (The N / n stands for and.) But the essence is the same: an inclusive, diverse, equal-opportunity corporate culture. In theory, i.e. as set values, as company policy, even as an expectation, and, more importantly, as put into practice.
Even though we no longer need to explain why it is important for women and men to have equal opportunities in their careers, we cannot be completely satisfied. Equally important is intergenerational cooperation in the workplace, and equal opportunities in terms of age in employment - and therefore in companies' recruitment processes.
When it comes to employees, we have heard that younger people are not experienced or serious enough, older people have difficulty adapting to new things, different generations cannot work together effectively, etc. This is all wrong and based on the same harmful prejudices as, for example, when it is not skills that decide who should lead a project, but whether the candidate is male or female. And this is where the foundations of a diverse and inclusive workplace begin somewhere: a change of perspective.
We all belong to many "groups" - beyond our gender and generation - according to our background, culture, orientation, skills, interests, talents, worldview, etc. Promoting diversity in the workplace is important because these differences (the diversity of individuals and our society) bring value and strength that are essential in the workplace.
Moreover, it is not only morally and socially important. Numerous research studies (Deloitte, Gartner) show that diverse and inclusive companies are more successful, their teamwork is more effective, and their employees are more satisfied and happier. A diversity of perspectives is useful and valuable to the functioning of a company.
It is not enough to have a truly diverse, colorful, heterogeneous workforce. If these different values and points of view are only present but are not allowed to prevail and develop in reality, the atmosphere in the workplace can be extremely toxic. The importance of inclusion cannot be overemphasized. The reverse is also true: it is useless to create the conditions for inclusiveness if the team is not diverse and colorful enough, and the situation can stagnate.
There are many benefits to be gained from workplaces where employers take conscious steps to integrate DNI principles, and where these principles are implemented in all areas from recruitment to day-to-day tasks and community building.
They have a much wider pool of candidates to choose from than companies that are looking for new staff based on outdated and harmful anchors. They can also attract a much wider range of candidates, including some who may have been put off by such prejudices.
This is no different from the existing workforce. Talent is often right in front of our eyes, but it needs to be encouraged to flourish - in a diverse and inclusive organization, employees are more confident and confident to speak their minds or present new ideas. They can achieve individual success, feel more productive and satisfied, and innovate in the way the company operates.
The integration of multiple perspectives, opinions, and ideas can also contribute to better decision-making and create a much more positive company atmosphere in general.
DNI efforts cannot exist only on paper. Perhaps one of the most difficult steps is to face up to it. We need to ask tough questions, we may get discouraging answers - and like it or not, it's worth starting at the top. After all, without the support of leaders, it is impossible to implement a diverse and inclusive company policy. It's not enough to think individually about inclusive, diverse organizational cultures, you need to look at what areas need to be addressed. Then, from time to time, we need to re-examine whether the situation has improved.
Employees' self-esteem, self-confidence, and well-being - and therefore engagement - are hugely affected by working in an open and inclusive organization. Where there is honest communication, balanced working relationships, and where their ideas are listened to. Where they don't have to marginalize themselves in any area, their opinions, their circumstances, their background, their uniqueness, their differences, their culture. They are seen as a real asset by their employers! Such an environment is a real breeding ground for talent.
Employers therefore have not only a responsibility but also an interest in creating the conditions for this and building a healthy, successful organization around the DNI principles.
